隨著網際網路與行動裝置普及化，傳統銀行不僅推廣網路銀行業務，且逐漸轉型提供數位金融服務以維持其競爭優勢。為了協助銀行能數位化，金融監督管理委員會於2019年通過三間純網路銀行申請。傳統銀行面對其他傳統銀行及業務內容高度重疊的純網路銀行之競爭，應採行何種策略以維持其獲利能力是一重要課題。本研究目的係以一家獲利佳的民營銀行為個案公司，檢視傳統銀行如何藉由組織調整及數位科技因應純網路銀行競爭。
根據研究結果可知，個案銀行為因應純網路銀行，持續優化開戶及信用貸款申辦作業流程、改善網路銀行操作介面，並開拓數位帳戶。此外，個案銀行逐年控管人員成長。為瞭解個案銀行採行策略之成效，本研究選取以數家大型金融機構跟一家公股銀行做比較。研究結果顯示，個案銀行相較於其他競爭者，有效金融卡發行數量、信用貸款業務流程優化及數位帳戶推廣具有競爭優勢。

With the popularity of the Internet and mobile devices, traditional banks not only promote online banking but also gradually transform to deliver digital financial services in order to keep competitive advantage. With the aim of assisting banks to keep up with the trend of digitization, three applicants were granted approval from the Financial Supervisory Commission to establish internet-only banks in 2019. It is an important issue for traditional banks to find out how to maintain their profitability when they face competition from other traditional banks and internet-only banks with highly overlapping businesses. The objective of this study is investigate how traditional banks can face competition from internet-only banks by reorganization and digitalization by using a profitable private bank as a case company.
According to the results, the case bank continues to optimize the account opening and credit loan application processes, improve the interface of online banking, and provide services for digital accounts in respond to potential completion from internet-only banks. In addition, the case bank has controlled the growth of staff year by year. In order to examine the effectiveness of the strategies adopted by the case bank, this study selected several large financial institutions and one state-owned bank as comparison. The results show that the case bank have a competitive advantage over other competitors in terms of the number of financial card issued, optimization of credit loans application processes, and the number of digital account openings.

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